Introduction to Module 6

Meet Jim Barton, the new CEO of Santa Monica Aerospace. Jim's job won't be easy: the company's hemorrhaging cash, struggling to regain investors' trust after an accounting scandal, and striving to transform its culture to become a more global competitor. In this course, you’ll travel with Jim as he takes on leadership challenges ranging from strategy execution, to inspiring people, to maintaining an ethical approach. Experts agree that twentieth-century leadership practices are inadequate for the stormy twenty-first-century present. This provocative course equips you with the insights you'll need to rise with the occasion of a rapidly shifting business landscape.
The course is based on a book, Harder Than I Thought: Adventures of a 21st Century Leader, by Robert D. Austin, Richard L. Nolan, and Shannon O'Donnell, published by Harvard Business Review Press. Purchase of the book is optional. If you want more information about the book or wish to buy it, see https://hbr.org/product/harder-than-i-thought-adventures-of-a-twenty-first/an/10332-HBK-ENG or http://www.amazon.com/Harder-Than-Thought-Adventures-Twenty-First/dp/1422162591
After taking the course, you'll be able to:
o Enact your own personal leadership approach, derived from your ongoing evaluation of how Jim Barton has handled his leadership situation, as well as from established leadership concepts and frameworks;
o Avoid leadership actions that might have worked in the past, but are not suited to a newly challenging 21st century world;
o Navigate treacherous new 21st century leadership challenges, such as greater reliance on specialized workers or the need to respond to external scrutiny in an increasingly transparent world (and many more);
o Avoid "slippery slope" ethical failures, and think more clearly about the separation between public and private life for a 21st century leader.

从本节课中

Motivating and Inspiring

A leader must be able to move other people -- potentially in directions those others do not wish to go. A very important part of a leader's role, then, is to motivate people -- to somehow provide the impulse to move others in a particular direction. Indeed, a leader often needs to get people moving together, in a similar direction. But there are different ways of doing this. Incentives, for example, operate differently than inspiration, and the two might not work equally well in a particular circumstance. How should the 21st century leader motivate people? What would YOU do?